VALUE PROPOSITION CANVAS
The Value Proposition Canvas is a strategic tool that helps to clearly define a company's value proposition and better align it with the needs and desires of customer segments or target audiences. It was developed by Alexander Osterwalder and is an extension of the Business Model Canvas. The Value Proposition Canvas consists of two parts:
1. Customer Profile – This section describes the customers and their needs:
• Customer Jobs: What do the customers want to achieve? What tasks do they need to complete in their life or business? These can be functional, social, or emotional requirements.
• Pains: What problems, frustrations, or obstacles do customers experience when completing their tasks? What prevents them from reaching their goals?
• Gains: What positive outcomes or benefits do customers expect? What would make them happy or improve their situation?
2. Value Map – This section describes the company’s offering and how it helps customers achieve their goals:
• Products & Services: What products or services does the company offer that assist customers in achieving their tasks?
• Pain Relievers: How does the company's offering alleviate the customers' challenges? Which problems are specifically solved?
• Gain Creators: What benefits or positive outcomes does the offering provide that add (additional) value to the customers?
Read more at
BRAINWRITING
Brainwriting is a creativity technique for idea generation that, like brainstorming, aims to develop new ideas but follows a different approach. While in brainstorming participants share their ideas aloud and often spontaneously with the group, brainwriting is based on the principle that all ideas are written down on paper and captured in a silent process. However, the fundamental approach of "building on the ideas of others" still applies.
Brainwriting is particularly advantageous when an unbiased idea generation process is desired. It reduces the typical limitations of brainstorming, such as group pressure or the dominance of certain individuals and ensures greater diversity in the ideas.
Advantages of Brainwriting compared to Brainstorming:
Equal participation: In brainwriting, all participants have the same opportunity to express their ideas. In traditional brainstorming, more extroverted or outspoken individuals may dominate the discussion, while shyer participants might hesitate to share their ideas.
Avoidance of peer pressure: In brainwriting, participants engage in a quiet, individual process. This means they are not influenced by others and do not need to fear expressing "wrong" ideas. This fosters creative thinking and allows for the development of unconventional ideas.
Encouragement of idea diversity: Since each participant develops ideas independently and builds upon the ideas of others, a greater variety and deeper development of ideas often result. In brainstorming, ideas may be repeated or become focused in certain directions.
Structured approach: Brainwriting is a more structured process than brainstorming. The set time frame and the systematic passing of ideas ensure that no time is wasted and that all participants can formulate their thoughts without having to engage with the phrasing of others' ideas.
Promotion of innovation: The written and partially anonymized form of brainwriting encourages the generation of unusual, risky, or less popular ideas that may be less likely to be voiced in a group discussion. This can lead to more innovative solutions.
Increased efficiency: Since each participant writes down their ideas within the same time span and the ideas are quickly passed along, more ideas can be gathered than in a verbal discussion, where time is often delayed due to speaking pauses and interactions with others.
Read more at
FLYWHEEL
The Flywheel model is a concept originally described by business guru Jim Collins in his book Good to Great (2001). It outlines a sales principle in which continuous, self-reinforcing processes drive dynamic and sustainable business development.
The model can be compared to a flywheel from mechanics: initially, a lot of effort is required to get the wheel moving, but once it’s in motion, further acceleration becomes easier. In other words, the repeated and consistent implementation of certain sales and marketing activities, or product improvements, leads to a self-reinforcing growth effect.
The concept represents a shift in mindset in two ways: the traditional linear approach, known as the “Sales Funnel”, is replaced by a self-reinforcing cyclical model. At the heart of this model is now the customer and his experiences – the “Customer Journey”. If his journey is great, the customer will share his enthusiasm and, in doing so, help keep the flywheel turning.
The American software company HubSpot has long (and successfully) applied the Flywheel model - read more at
DESIGN THINKING
Design Thinking is a creative problem-solving approach that was originally developed at the d.school (Hasso Plattner Institute of Design) at Stanford University. It is a user-centered methodology aimed at developing innovative solutions to complex problems. Design Thinking follows an interdisciplinary, collaborative approach, works in iterative steps, and always places the needs of users at the center. The method is frequently used in the fields of product development, service design, and business innovation.
The Phases of the Design Thinking Process:
Empathize: In this first phase, the goal is to deeply understand the needs and problems of users. The aim is to develop empathy for the people for whom the solution is being designed.
Define: In this phase, the insights gathered from the Empathize phase are processed to formulate a clear and precise problem statement (the "Design Challenge").
Ideate: In the Ideation phase, the goal is to generate as many ideas as possible. Creativity is key to generating a wide range of potential solutions—initially without any restrictions.
Prototype: In this phase, the best ideas are turned into tangible, simple models. These prototypes can be sketches, models, or digital designs used to visualize and test the idea. The goal is to obtain feedback from users in the next phase through fast, cost-effective prototypes to iteratively develop and improve the best solution.
Test: The prototypes are tested in real-world scenarios and with actual users to see how well the solution meets their needs. Based on the feedback, further adjustments are made. Design Thinking is iterative, meaning that test results often lead to new insights that influence the earlier process stages, requiring a return to one of them.
Advantages and Characteristics of Design Thinking:
User-Centered: The entire process focuses on the user and their needs. This means that all phases of the process are geared towards developing solutions that create real value for the user.
Iterative: Design Thinking is not a linear process. It is continuously tested, adjusted, and refined, meaning there are no fixed starting or ending points. Each phase can be revisited and repeated based on feedback and insights from other phases.
Collaborative: The approach promotes collaboration among interdisciplinary teams. Designers, engineers, marketing experts, and other professionals work together to solve the problem, bringing their diverse perspectives to the table.
Creative and Solution-Oriented: The process encourages thinking outside the box and finding creative solutions. The focus is on problem-solving and developing prototypes to quickly test ideas.
Read more at
BUSINESS MODEL CANVAS
The Business Model Canvas (BMC) is a strategic management tool that helps startups and companies visually represent their business models (and any underlying innovations) on a single page. It was developed by Alexander Osterwalder and consists of nine key areas that together briefly describe all aspects of the entire business model. The Business Model Canvas enables a quick and easy analysis and adjustment of the business model.
The advantages of the Business Model Canvas are:
• Overview: All essential elements of a business model are visually summarized on one page.
• Clarity and Focus: It helps to identify and focus on the most important aspects of the business model.
• Flexibility: Easily adaptable and can be used for new ideas or the development of existing business models.
• Collaboration: Encourages teamwork and a shared understanding within the team, as all aspects of the internal value chain are addressed.
Read more and get templates at
VENTURE CLIENTING
Venture Clienting is a business model in which an established company acts as a "Venture Client" and purchases innovative solutions from startups to improve its own business processes. Unlike the traditional Venture Capital model, where large companies invest in startups, Venture Clienting is a business partnership based on the acquisition of products or services developed by a startup. The established client (Venture Client) leverages the innovations of startups to solve its own challenges without directly investing in them.
How does Venture Clienting work?
Identifying Startups: An established company looks for innovative startups whose products or services can improve its existing processes, products, or technologies.
Acquiring Solutions: The Venture Client buys the solutions (e.g., technologies, products, services) from the startup to integrate them into its own business processes. This can be done through pilot projects or long-term contracts.
Partnership without Capital Investment: The Venture Client benefits from innovative solutions without investing capital in the startup. The startup gains access to a paying customer and the opportunity to test and further develop its solution in a real market environment.
Advantages of Venture Clienting:
Quick Access to Innovations: Established companies can benefit from the latest technologies and solutions from startups without having to undergo extensive research and development processes themselves.
Reduced Innovation Risks: The company can test solutions through pilot projects before committing long-term. This minimizes risk, as the solutions can be tested in practice beforehand.
No Capital Investment Required: Unlike Venture Capital, companies do not have to give up equity in startups or invest capital. The partnership is based on the practical use of products and services.
Supporting Startups: Startups gain access to paying customers through the Venture Client and can test their solutions in a real market, which is often more valuable than financial investments alone. It provides startups with an opportunity to further develop and scale their products.
Read more at
LEGO SERIOUS PLAY
Lego Serious Play is a creative and interactive method developed by Lego to promote dialogue and problem-solving within groups. The method uses Lego bricks as a tool to address complex questions, develop ideas, and visualize concepts.
The underlying considerations are as follows:
Building as a Thinking Tool: The central approach is based on the idea that thinking and building activities are connected. Instead of just talking, participants use Lego bricks to represent their thoughts and ideas. Building stimulates the creative process and helps translate abstract concepts into concrete, tangible models.
Structure for Complex Problems: By visualizing ideas and processes, it becomes easier to structure and make complex issues more tangible. Models help capture the essence of a problem and clearly present solutions.
Constructivist Learning Approach: The method is based on constructivist learning, where knowledge is actively built through experience and reflection. By creating models and continuously rebuilding them after reflection, participants’ ideas evolve and become more understandable. A deeper engagement with one’s own thoughts and ideas leads to a better understanding of challenges, goals, and potential solutions.
Individual and Collaborative Work: The method encourages both individual and group-based work. Initially, participants build their own models and then explain them to the group. This process promotes deeper reflection and personal perspectives. In the next step, participants collaborate to develop a shared vision or solution by combining and linking their models together.
Improved Communication and Collaboration: Lego Serious Play promotes open and equal communication. All participants can express their ideas visually through the bricks, which fosters discussion and understanding. Building together strengthens team spirit and promotes collaboration, as everyone is actively involved in the process.
Promotes Inclusion and Participation: In Lego Serious Play workshops, each participant has an equal voice. Since everyone can express their opinion and perspective through the creation of models, inclusion is encouraged, and a culture of active listening and respectful dialogue emerges.
Lego Serious Play can be applied in various areas, such as problem-solving and team development, strategy creation, conflict resolution, or simply as a creativity training tool.
Read more at
ANSOFF MATRIX
The Ansoff Matrix was developed in 1957 by Igor Ansoff, a Russian economist. This strategic management tool helps companies develop growth strategies. The matrix analyzes different ways in which a company can potentially grow, based on the combination of existing or new products and markets.
The Ansoff Matrix offers four basic growth strategies, which result from the combination of two dimensions: Product (existing or new products) and Market (existing or new markets).
These four strategies are:
Market Penetration:
• Goal: Increase market share with existing products in existing markets.
• Strategies: Intensifying marketing activities, price reductions, increasing sales to existing customers.
Market Development:
• Goal: Enter new markets with existing products.
• Strategies: Expanding into new geographic regions, targeting new customer segments, or using new distribution channels.
Product Development:
• Goal: Introduce new products into existing markets.
• Strategies: Researching and developing new products or product variations that are attractive to existing customers.
Diversification:
• Goal: Develop new products for new markets.
• Strategies: Introducing entirely new products into entirely new markets, which is often associated with high risk. These could be related or entirely new business areas.
Read more at
SWOT ANALYSIS
The SWOT analysis is a strategic planning tool that helps enterprises or organizations with self-assessment.
The term SWOT is an acronym, standing for the four key elements considered in the analysis:
S – Strengths: This refers to the internal, positive aspects of a company or project that provide a competitive advantage. These could include unique products, strong brands, sufficient resources, or effective management.
W – Weaknesses: This focuses on the internal deficiencies that might put the company at a disadvantage compared to competitors. Examples include inadequate funding, low brand awareness, or inefficient processes.
O – Opportunities: This category refers to external factors that the company can leverage to improve its position. Opportunities may e.g. arise from market developments, technological innovations, political changes, or societal trends.
T – Threats: This involves identifying external risks that could have a negative impact, e.g. strong competition, economic crises, or regulatory changes.
The SWOT analysis is used in various contexts, such as strategic planning, positioning, market analysis, or competitive analysis.
Read more at
VALUE PROPOSITION CANVAS
The Value Proposition Canvas is a strategic tool that helps to clearly define a company's value proposition and better align it with the needs and desires of customer segments or target audiences. It was developed by Alexander Osterwalder and is an extension of the Business Model Canvas. The Value Proposition Canvas consists of two parts:
1. Customer Profile – This section describes the customers and their needs:
• Customer Jobs: What do the customers want to achieve? What tasks do they need to complete in their life or business? These can be functional, social, or emotional requirements.
• Pains: What problems, frustrations, or obstacles do customers experience when completing their tasks? What prevents them from reaching their goals?
• Gains: What positive outcomes or benefits do customers expect? What would make them happy or improve their situation?
2. Value Map – This section describes the company’s offering and how it helps customers achieve their goals:
• Products & Services: What products or services does the company offer that assist customers in achieving their tasks?
• Pain Relievers: How does the company's offering alleviate the customers' challenges? Which problems are specifically solved?
• Gain Creators: What benefits or positive outcomes does the offering provide that add (additional) value to the customers?
Read more at
BRAINWRITING
Brainwriting is a creativity technique for idea generation that, like brainstorming, aims to develop new ideas but follows a different approach. While in brainstorming participants share their ideas aloud and often spontaneously with the group, brainwriting is based on the principle that all ideas are written down on paper and captured in a silent process. However, the fundamental approach of "building on the ideas of others" still applies.
Brainwriting is particularly advantageous when an unbiased idea generation process is desired. It reduces the typical limitations of brainstorming, such as group pressure or the dominance of certain individuals and ensures greater diversity in the ideas.
Advantages of Brainwriting compared to Brainstorming:
Equal participation: In brainwriting, all participants have the same opportunity to express their ideas. In traditional brainstorming, more extroverted or outspoken individuals may dominate the discussion, while shyer participants might hesitate to share their ideas.
Avoidance of peer pressure: In brainwriting, participants engage in a quiet, individual process. This means they are not influenced by others and do not need to fear expressing "wrong" ideas. This fosters creative thinking and allows for the development of unconventional ideas.
Encouragement of idea diversity: Since each participant develops ideas independently and builds upon the ideas of others, a greater variety and deeper development of ideas often result. In brainstorming, ideas may be repeated or become focused in certain directions.
Structured approach: Brainwriting is a more structured process than brainstorming. The set time frame and the systematic passing of ideas ensure that no time is wasted and that all participants can formulate their thoughts without having to engage with the phrasing of others' ideas.
Promotion of innovation: The written and partially anonymized form of brainwriting encourages the generation of unusual, risky, or less popular ideas that may be less likely to be voiced in a group discussion. This can lead to more innovative solutions.
Increased efficiency: Since each participant writes down their ideas within the same time span and the ideas are quickly passed along, more ideas can be gathered than in a verbal discussion, where time is often delayed due to speaking pauses and interactions with others.
Read more at
FLYWHEEL
The Flywheel model is a concept originally described by business guru Jim Collins in his book Good to Great (2001). It outlines a sales principle in which continuous, self-reinforcing processes drive dynamic and sustainable business development.
The model can be compared to a flywheel from mechanics: initially, a lot of effort is required to get the wheel moving, but once it’s in motion, further acceleration becomes easier. In other words, the repeated and consistent implementation of certain sales and marketing activities, or product improvements, leads to a self-reinforcing growth effect.
The concept represents a shift in mindset in two ways: the traditional linear approach, known as the “Sales Funnel”, is replaced by a self-reinforcing cyclical model. At the heart of this model is now the customer and his experiences – the “Customer Journey”. If his journey is great, the customer will share his enthusiasm and, in doing so, help keep the flywheel turning.
The American software company HubSpot has long (and successfully) applied the Flywheel model - read more at
DESIGN THINKING
Design Thinking is a creative problem-solving approach that was originally developed at the d.school (Hasso Plattner Institute of Design) at Stanford University. It is a user-centered methodology aimed at developing innovative solutions to complex problems. Design Thinking follows an interdisciplinary, collaborative approach, works in iterative steps, and always places the needs of users at the center. The method is frequently used in the fields of product development, service design, and business innovation.
The Phases of the Design Thinking Process:
Empathize: In this first phase, the goal is to deeply understand the needs and problems of users. The aim is to develop empathy for the people for whom the solution is being designed.
Define: In this phase, the insights gathered from the Empathize phase are processed to formulate a clear and precise problem statement (the "Design Challenge").
Ideate: In the Ideation phase, the goal is to generate as many ideas as possible. Creativity is key to generating a wide range of potential solutions—initially without any restrictions.
Prototype: In this phase, the best ideas are turned into tangible, simple models. These prototypes can be sketches, models, or digital designs used to visualize and test the idea. The goal is to obtain feedback from users in the next phase through fast, cost-effective prototypes to iteratively develop and improve the best solution.
Test: The prototypes are tested in real-world scenarios and with actual users to see how well the solution meets their needs. Based on the feedback, further adjustments are made. Design Thinking is iterative, meaning that test results often lead to new insights that influence the earlier process stages, requiring a return to one of them.
Advantages and Characteristics of Design Thinking:
User-Centered: The entire process focuses on the user and their needs. This means that all phases of the process are geared towards developing solutions that create real value for the user.
Iterative: Design Thinking is not a linear process. It is continuously tested, adjusted, and refined, meaning there are no fixed starting or ending points. Each phase can be revisited and repeated based on feedback and insights from other phases.
Collaborative: The approach promotes collaboration among interdisciplinary teams. Designers, engineers, marketing experts, and other professionals work together to solve the problem, bringing their diverse perspectives to the table.
Creative and Solution-Oriented: The process encourages thinking outside the box and finding creative solutions. The focus is on problem-solving and developing prototypes to quickly test ideas.
Read more at
BUSINESS MODEL CANVAS
The Business Model Canvas (BMC) is a strategic management tool that helps startups and companies visually represent their business models (and any underlying innovations) on a single page. It was developed by Alexander Osterwalder and consists of nine key areas that together briefly describe all aspects of the entire business model. The Business Model Canvas enables a quick and easy analysis and adjustment of the business model.
The advantages of the Business Model Canvas are:
• Overview: All essential elements of a business model are visually summarized on one page.
• Clarity and Focus: It helps to identify and focus on the most important aspects of the business model.
• Flexibility: Easily adaptable and can be used for new ideas or the development of existing business models.
• Collaboration: Encourages teamwork and a shared understanding within the team, as all aspects of the internal value chain are addressed.
Read more and get templates at
VENTURE CLIENTING
Venture Clienting is a business model in which an established company acts as a "Venture Client" and purchases innovative solutions from startups to improve its own business processes. Unlike the traditional Venture Capital model, where large companies invest in startups, Venture Clienting is a business partnership based on the acquisition of products or services developed by a startup. The established client (Venture Client) leverages the innovations of startups to solve its own challenges without directly investing in them.
How does Venture Clienting work?
Identifying Startups: An established company looks for innovative startups whose products or services can improve its existing processes, products, or technologies.
Acquiring Solutions: The Venture Client buys the solutions (e.g., technologies, products, services) from the startup to integrate them into its own business processes. This can be done through pilot projects or long-term contracts.
Partnership without Capital Investment: The Venture Client benefits from innovative solutions without investing capital in the startup. The startup gains access to a paying customer and the opportunity to test and further develop its solution in a real market environment.
Advantages of Venture Clienting:
Quick Access to Innovations: Established companies can benefit from the latest technologies and solutions from startups without having to undergo extensive research and development processes themselves.
Reduced Innovation Risks: The company can test solutions through pilot projects before committing long-term. This minimizes risk, as the solutions can be tested in practice beforehand.
No Capital Investment Required: Unlike Venture Capital, companies do not have to give up equity in startups or invest capital. The partnership is based on the practical use of products and services.
Supporting Startups: Startups gain access to paying customers through the Venture Client and can test their solutions in a real market, which is often more valuable than financial investments alone. It provides startups with an opportunity to further develop and scale their products.
Read more at
LEGO SERIOUS PLAY
Lego Serious Play is a creative and interactive method developed by Lego to promote dialogue and problem-solving within groups. The method uses Lego bricks as a tool to address complex questions, develop ideas, and visualize concepts.
The underlying considerations are as follows:
Building as a Thinking Tool: The central approach is based on the idea that thinking and building activities are connected. Instead of just talking, participants use Lego bricks to represent their thoughts and ideas. Building stimulates the creative process and helps translate abstract concepts into concrete, tangible models.
Structure for Complex Problems: By visualizing ideas and processes, it becomes easier to structure and make complex issues more tangible. Models help capture the essence of a problem and clearly present solutions.
Constructivist Learning Approach: The method is based on constructivist learning, where knowledge is actively built through experience and reflection. By creating models and continuously rebuilding them after reflection, participants’ ideas evolve and become more understandable. A deeper engagement with one’s own thoughts and ideas leads to a better understanding of challenges, goals, and potential solutions.
Individual and Collaborative Work: The method encourages both individual and group-based work. Initially, participants build their own models and then explain them to the group. This process promotes deeper reflection and personal perspectives. In the next step, participants collaborate to develop a shared vision or solution by combining and linking their models together.
Improved Communication and Collaboration: Lego Serious Play promotes open and equal communication. All participants can express their ideas visually through the bricks, which fosters discussion and understanding. Building together strengthens team spirit and promotes collaboration, as everyone is actively involved in the process.
Promotes Inclusion and Participation: In Lego Serious Play workshops, each participant has an equal voice. Since everyone can express their opinion and perspective through the creation of models, inclusion is encouraged, and a culture of active listening and respectful dialogue emerges.
Lego Serious Play can be applied in various areas, such as problem-solving and team development, strategy creation, conflict resolution, or simply as a creativity training tool.
Read more at
ANSOFF MATRIX
The Ansoff Matrix was developed in 1957 by Igor Ansoff, a Russian economist. This strategic management tool helps companies develop growth strategies. The matrix analyzes different ways in which a company can potentially grow, based on the combination of existing or new products and markets.
The Ansoff Matrix offers four basic growth strategies, which result from the combination of two dimensions: Product (existing or new products) and Market (existing or new markets).
These four strategies are:
Market Penetration:
• Goal: Increase market share with existing products in existing markets.
• Strategies: Intensifying marketing activities, price reductions, increasing sales to existing customers.
Market Development:
• Goal: Enter new markets with existing products.
• Strategies: Expanding into new geographic regions, targeting new customer segments, or using new distribution channels.
Product Development:
• Goal: Introduce new products into existing markets.
• Strategies: Researching and developing new products or product variations that are attractive to existing customers.
Diversification:
• Goal: Develop new products for new markets.
• Strategies: Introducing entirely new products into entirely new markets, which is often associated with high risk. These could be related or entirely new business areas.
Read more at
SWOT ANALYSIS
The SWOT analysis is a strategic planning tool that helps enterprises or organizations with self-assessment.
The term SWOT is an acronym, standing for the four key elements considered in the analysis:
S – Strengths: This refers to the internal, positive aspects of a company or project that provide a competitive advantage. These could include unique products, strong brands, sufficient resources, or effective management.
W – Weaknesses: This focuses on the internal deficiencies that might put the company at a disadvantage compared to competitors. Examples include inadequate funding, low brand awareness, or inefficient processes.
O – Opportunities: This category refers to external factors that the company can leverage to improve its position. Opportunities may e.g. arise from market developments, technological innovations, political changes, or societal trends.
T – Threats: This involves identifying external risks that could have a negative impact, e.g. strong competition, economic crises, or regulatory changes.
The SWOT analysis is used in various contexts, such as strategic planning, positioning, market analysis, or competitive analysis.
Read more at
Martin Mahn
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